SKILLGATE LIMITED

SkillGate SkillsAudit 360

SkillsAudit 360 is used for individual/departmental/organisational training needs analysis, creating individual learning suggestions and plans, or as a succession planning tool. Assess the skills relevant to roles and responsibilities with targets. Analyse skillgaps and competencies within teams/departments, assign plans and solutions and track improvement and return on investment in development.

Features

• Role-specific skills assessment questionnaires delivered to managers
• Customisable skillsets with any number of questions per skill
• Assign any number of skills and target level to role
• Skill scoring versus skills required and target level for role
• Upload and record qualifications during skills assessment
• Visual training needs/skill gap charts for individual, team, department, organisation.
• Report on skills deficit versus current role, or desired role
• Track SkillsAudit completion rate at team/manager/organisation level
• Track changes in skill gaps over time

Benefits

• Identify skill gaps/deficits and training needs for any individual
• Link identified gaps to training, objectives and report training needs
• Identify areas for development for employees with specific progression ambitions
• Identify training needs within your team/department/organisation
• Measure skill gaps over time to assess return on investment
• Differentiate between prevalence and severity of organisational skills deficits

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at james.page@skillgate.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

152620509123033

Contact

James Page
01730815670
james.page@skillgate.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  Human capital management

  • Core Human Resources Applications
  • Talent Management Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements:
  • Modern, up-to-date browser
  • Internet access required

User support

• Email or online ticketing support: Yes
• Support response times: 24 hours excluding Sat/Sun.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: Please refer to SkillGate's full service level agreement, but in summary SkillGate offers four levels of service subject to different pricing, which depends on the number of users and the products in use. Bronze - Level 1. This is the basic level and covers system maintenance and errors; essential training for administrators; and assisting administrators adding and remove users from the system. Silver - Level 2. As per Bronze plus full service support for administrators via telephone and work order system. Gold - Level 3. As per Silver plus telephone based help service for Users. Content. Support for content development and management.comprehensive system manual.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: SkillGate has delivered learning management systems to hundreds of organisations over the last 20 years, and as such have developed a tried-and-tested approach to a smooth implementation. Communication between the client and their dedicated SkillGate account manager is key to a successful implementation and as such is at the forefront of our approach. Regular conversations to discuss progress and configuration decisions are essential and would be scheduled. Another key element is user acceptance testing (UAT), providing the client with an environment where they can familiarise themselves with the system and ensure that the system serves its purpose in a real-world scenario. A typical SkillGate implementation plan consists of three branches: 1. System Setup 2. Testing and Training 3. Launch SkillGate begins the process with an introductory conversation with your account manager who then provides a checklist outlining the optional elements of the SkillGate LMS, which your account manager will go through with you.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Data would typically be transferred as an encrypted data file. SkillGate will hold client data for as long as the migration phase requires. SkillGate handles all client data in accordance with its data protection policies. The SkillGate LMS can export data reports in CSV format. There is an exhaustive selection of reports that can be created to give comprehensive export data. Manual Export The administrator can log into the system and following the links into “Activity Reports” can select the type of report required, then specify both the date range and the data that is needed in the final CSV. The report settings can be saved for future use and either an html or CSV report is generated. Automated Export The same steps are taken for the automated report but at the end of the process is the option of how often the report is to be generated and where it will be stored for the user to recover when required. Options to generate and save the CSV are as follows 1. Generate as a unique URL for simple web access 2. Store on the SkillGate SFTP server for retrieval 3. Transfer over to the customers own SFTP server.
• End-of-contract process: SkillGate offers full support with migration to facilitate contract exit at no additional charge. Data would typically be transferred as an encrypted data file. SkillGate will hold client data for as long as the migration phase requires. SkillGate handles all client data in accordance with it’s data protection policies. SkillGate will save personal data for as long as required by the Data Controller subject to duration specified in the contract. Without specific instructions, data is held for a minimum of five years after the User is archived on the system. Permanent deletion may be completed after that time, or at any time, on instruction from the Data Controller. The designated account manager would be the responsible person for all aspects of the migration from SkillGate.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The functionality of the service is the same on desktop and mobile devices. There is an app for Android and Apple devices
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Retrieve user info, add new users, update user information, retrieve training status, return training activity reports.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The service can be branded to the clients requirements (subject to review), this includes the look and feel, branded courses, custom URLs and email addresses. Customisation is discussed as part of the service purchasing process and carried out by SkillGate.

Scaling

• Independence of resources: We use system monitoring and capacity planning along with data segregation to ensure users are not impacted by the action of others on the service.

Analytics

• Service usage metrics: Yes
• Metrics types: SkillGate includes a suite of reporting functions covering User activity; intelligence gathered; and administration activity logs. Reports can be saved and distributed. Reports are typically provided in online dashboard formats and in HTML, CSV and Excel formats for download.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Physical access control, complying with another standard
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: The SkillGate LMS can export data reports in CSV format for interpretation by external systems such as HR or Reporting tools. From the Activity Reports option there is an exhaustive selection of reports that can be created to give comprehensive export data. Currently there are 2 methods to retrieving this data; manual or automated.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: SkillGate aims to ensure that the System is available to Users for at least 99.8% of the Business Hours, aggregated over any calendar month. Refunds for failure to attain this level are subject to agreement on performance targets which may vary and can be subject to client specification.
• Approach to resilience: Available on request
• Outage reporting: The primary method for communicating outages is that the client account managers will email or phone the list of emergency contacts that are held on file. Other methods that are available, include: A Public Dashboard, Email/Phone Communication, Alert email subscription

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Clients have the ability to manage their own service, this is controlled via user rights and user access control systems. SkillGate staff have separate accounts for system management and support, that they do for normal line of business work. There is an established process for enabling staff management access to any client service and minimum rights approach is taken, along with dual authorisation and regular reviews.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials Plus
• Information security policies and processes: Supplier Security Policy, Mobile Computing Policy, Acceptable Use of Assets Policy, Clear desk and clear screen policy, Password Security policy, Data protection Policy, Secure Systems Engineering Principles, Change Management Policy, Access Control Policy, Physical Security Policy, Business Continuity Policy, Backup and Restore Policy, Software development policy, and Patch Management Policy. Each policy details responsibilities and reporting procedure for non compliance. There is an internal audit procedure that is followed to ensure that the policies are being followed, along with an external audit to ensure compliant with ISO 27001
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: A Director is responsible for the authorisation of changes. A changes impact is risk assessed. Any changes are planned, reviewed and carried out in a manner that would not present a security failure and all concerned personnel should be informed of the nature of the change. Version control logs are maintained. A recovery process is developed and approved to be used in the event of change failure. Where possible the environment for the change should be isolated from day to day operating systems. Where version upgrades through patches or software changes are involved, they are be fully tested before release.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Any new threats or vulnerabilities that are identified or SkillGate are alerted to, go through a risk assessment process. During this process, the risk to the solution is discussed and assed by the risk assessment team. Dependant upon the risk to the solution a priority is assigned and depending on this, a solution to minimise or remove the risk is worked upon. Once the solution is complete it goes through a testing and change control process before being implemented into the live system. A number of sources for security and threat intelligence, including updates from vendors and 3rd party suppliers.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: SkillGate uses specialist software and it’s own developed systems to carry out analysis and reporting on malicious activity. Our hosting provider also monitors for malicious activity and alerts SkilGate of any identified possible activity. Once a potential compromise is identified, it is assessed and classified and responded to accordingly.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: As part of our ISO 27001 documentation there is an Incident Management procedure that all staff are required to read. All users of the information services are required to note and report any observed or suspected security weakness in systems or services. Reporting should be to the Information Security Management Representative as quickly as possible, then awaiting a management decision on appropriate action. An Incident log is maintained for all incidents and detailed report for an incident is produced
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Access to explore the LMS, view courses, run simple reports.

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 4%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: QAS International
• ISO/IEC 27001 accreditation date: Wednesday 15 April 2026
• What the ISO/IEC 27001 doesn’t cover: None
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Elavon
• PCI DSS accreditation date: Friday 12 September 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 697a2f41-6218-456a-bc56-19b9702c19dd
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 09677710-4553-4b16-8ad8-13abdee26ee2
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at james.page@skillgate.com. Tell them what format you need. It will help if you say what assistive technology you use.